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Lawson-enabled HR Transformation

Putting ERP back on the map


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Talent is back on the C-Suite agenda in hospitals and health care organizations everywhere. The reasons are well documented: retiring boomers, nurse shortages, heightened competition for scarce talent, and more. Health care reform initiatives only make things more interesting.

Many human resources (HR) leaders are ready to take on the pressure to deliver the next generation of talent. But the processes, technologies and infrastructure supporting them may not be up to the job. That’s where HR transformation can help.

Our approach brings a set of prebuilt tools that you would expect from an experienced implementation organization. Our IndustryPrint™ tool contains health care provider-specific enterprise-wide process workflow models built with the current “leading demonstrated” and leading business practices. In addition, we provide tools that support collaborative work sites, prebuilt test scripts, automated control testing tools, issues, risk and knowledge transfer databases, data quality and cleansing accelerators and many more that can be deployed as needed on your project. Learn more about the offering.

Featured insights

Tech Trends 2013: Reinventing the ERP engine
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Global business driven HR Transformation: The journey continues in financial services
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HR that means business
Next generation HR transformation positions HR as a vital player in helping create shareholder value.

The chemistry of talent
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Meet our people

  • Roger Del Giorno, Director, Deloitte Consulting LLP
  • Michael Page, Senior Manager, Deloitte Consulting LLP

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Learn more about the offering

Integrated Human Capital Management (HCM), best-of-breed – or both?
HR transformation can allow HR professionals to spend their time focusing on what really matters, rather than being engulfed in administrative, transactional tasks. It’s about changing the model for service delivery to support HR strategy. Shared services, outsourcing, process reengineering and technology upgrades are all part of the conversation.

No matter which path their transformation takes, HR organizations will eventually depend on technology to support their efforts. Through the years, HR organizations have put many of these technology solutions to work to address specific challenges as they arise. But transformation usually can work more effectively when it’s built on a fully integrated, end-to-end solution – one that delivers a single source of information, can ease reporting tasks and can streamline software upgrades. For HR executives, the question is whether it’s preferred to pursue an integrated solution or go with a leading approach that builds on the investments they’ve already made.

The Lawson Human Capital Management System includes three Lawson suites: Talent Management, Human Resource Management, and Workforce Management. Lawson-enabled HR transformation allows leaders to pursue an integrated approach that builds on the leading of what they already have in place, without continuing to rely on a cobbled-together system of expensive, inefficient point solutions. Since 1994, Deloitte has been designated by Lawson as one of its Strategic Enterprise Consulting Partners. We’ve provided services in support of more than 100 Lawson implementations and have a staff of Lawson-certified practitioners who are trained in our time-tested implementation methodology called, FastTrack™ for Lawson. This methodology includes more than 250 model project deliverables from previous implementations we have supported, including 60 for the Lawson Human Capital Management System.

How we can help

Our approach brings a set of prebuilt tools that you would expect from an experienced implementation organization. Our IndustryPrint™ tool contains health care provider-specific enterprise-wide process workflow models built with the current “leading demonstrated” and leading business practices. In addition, we provide tools that support collaborative work sites, prebuilt test scripts, automated control testing tools, issues, risk and knowledge transfer databases, data quality and cleansing accelerators, and many more that can be deployed as needed on your project. Our methodology, called, Enterprise Value Delivery, is demonstrated, scalable to the size and complexity of a client’s organization, and flexible for clients who need to incorporate some of their own sanctioned project processes and practices. Our tools are designed to facilitate a quick launch of a project using reusable templates and processes and can save projects precious time and money.

Through a combination of demonstrated methods and tools, Deloitte’s Lawson human capital management (HCM) practice can help each client more efficiently plan and manage its workforce, provide a single integrated HCM system, simplify HR infrastructure maintenance and support and deliver an array of competitive, cost effective programs.

We support these activities through:

  • Business case definition and global leadership alignment
  • HR service delivery model framework
  • Global process definition via Deloitte’s Industry Print™
  • Change management and communication
  • Project governance

Why Deloitte

Our size, experience and demonstrated track record, as recognized by our clients and the analyst community, clearly demonstrate Deloitte’s ability to meet the needs of our clients. While a leading Lawson partner broadly, Deloitte is a leading services provider in the implementation of the Lawson HCM suite. Our HCM credentials include:

  • More than 20 practitioners focused on implementing Lawson HCM (and access to a network of Lawson practitioners globally)
  • Successfully completed over 60 Lawson HCM projects over the past 10 years (including those deployed globally)
  • Suite of Lawson HCM specific implementation tools – which can enable faster deployment and lower risk projects
  • Active board member on the Lawson HCM Users Group since 1995
  • Offshore capabilities based on client and project needs

Working closely with Lawson to provide the high-quality level of service for our clients, Deloitte has received multiple awards over the past 17 years - more than any other member of the Lawson alliance program. Deloitte also participates in Lawson’s new release beta program which provides exposure to the beta software prior to release, so our practitioners can facilitate Deloitte designs and methodologies compatible with future capabilities.

Deloitte is a leader in Human Capital Consulting and facilitating HR transformation

More than a pure technology organization, Deloitte is a leader and recognized innovator in the field of Human Resources. Combined with our deep HCM technology experience, we are particularly qualified to understand both the “business” of HR and the operational infrastructure required to support the goals of the client. And through our project experiences, we bring extensive lessons learned, recommended leading practices, and tools and methods that can accelerate project activities.

We provide organizations with the broad perspective to appropriately plan for these activities, while also providing fast and ready access to specialists as needed to meet project requirements.

Bottom-line benefits

  • Analyze and forecast the talent needed to execute business strategy – before it’s actually needed
  • Identify, develop and sustain the workforce skills needed to accomplish strategic goals, while balancing the lifestyle goals of employees
  • Build a technology platform that can support talent deployment for years to come
  • Reduce transaction costs and improve controls
  • Money-saving reduction in manual processes to support transactions such as hiring, salary approval, transfers and raises
  • Increased data privacy – both for employees’ data during employment and for company data when an employee leaves the organization

Four ways to get more value now

We’ve helped HR organizations at some of the most successful hospitals and health care providers in the world deliver more value from their HR transformation initiatives. Here are a few things we’ve learned along the way.

Plan for the business of the future. How will your workforce needs change in the coming years? What types of people will you need, when will you need them and where will they come from? How will you measure progress along the way? Make sure current and future business needs are driving your agenda.

Think outside of HR. Your transformation strategy will have its roots not just in HR, but in other parts of the business, such as finance and management. That means you need to take an end-to-end view of your transformation model, allowing for inputs from other parts of the business.

Focus on catalysts. Some ideas and projects have a special capacity to accelerate performance – so they deserve special attention. Put these at the top of your list so you can show early results from the transformation, helping generate the internal support you’ll need to keep momentum going.

Infrastructure to enable the solutions. Some of the infrastructure you need may already be in place, but you may have to upgrade your systems — and maybe even your culture. Keep improvements focused on delivering the specific solutions necessary to support the strategy.

Lawson HCM in action

  • A global media company re-implemented their core HR system and deployed workflow enabled self service globally, giving them access to HR data on a global basis – this provided them with the foundation to improve service delivery and integrate with their talent management technology.
  • By changing their HR service delivery model (shared Services with human resources business process outsourcing) and implementing new HCM/Talent technology this large hospital system was able to consolidate 40 disparate systems, improve employee service quality, reduce transactional costs through workflow enabled self service and relieve HR of the day to day transactional tasks to focus on talent management.
  • A Health care company with over 45,000 employees was able to upgrade their systems and infrastructure through the implementation of Lawson, integrated enterprise reporting through a data warehouse, standardized policies and a common operating model across many of their facilities.

As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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